[마케팅] Iriver STORY 아이리버 스토리 마케팅전략(영문)

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[마케팅] Iriver STORY 아이리버 스토리 마케팅전략(영문)에 대한 자료입니다.
목차
Ⅰ. About Iriver
Ⅱ. About E-book & E-book reader
Ⅲ. About STORY
Ⅳ. SWOT
Ⅴ. STP Strategies
ⅰ. Segmentation
ⅱ. Targeting
ⅲ. Positioning
Ⅵ. 4P
ⅰ. Product
ⅱ. Price
ⅲ. Place
ⅳ. Promotion
Ⅶ. Further Directions
Ⅷ. References
본문내용

Ⅲ. About STORY
Iriver STORY is a portable e-book reader that utilizes the e-ink film display technology. It is designed to provide the same experience as reading on printed paper. You can read your favorite books and various contents as much as you like.

Product Specifications
• 6" E Ink Display (800 x 600 resolution)
• 8 Level Grayscale
• Internal storage: 2GB
• External SD Slot: 32GB maximum
• OS Support: Windows XP / 2000 / Vista
• Supports 15 languages
• Supported E-Book formats: PDF, EPUB
• Supported Office formats: TXT, DOC, XLS, PPT, PDF
• Supported Image formats: JPG, BMP, PNG
• Supported Audio formats: MP3, WMA, OGG
• Hours of operation: MP3- about 24 hours,
books- about 9000
• pages Audio/Recording Battery Life: 10 hours
• Dimensions: 127 x 203.5 x 9.4mm
• Weight: 289g
• Price: original version- \349,000
Edu version(+electronic dictionary)- \369,000
Ⅳ. SWOT
From SWOT analysis on ‘STORY’, we tried to find internal (Strength and Weakness) and external (Opportunity and Threats). As you see the table below in this paragraph, we compared our internal factors with other e-book reader like Papyrus and Kindle.
‘Story’ can support various file extension other e-book readers. This point is relatively strength point of ‘STORY ‘because other e-book readers need to do ‘conversion step’ to insert files in e-book reader. But, ‘STORY’ supports e-Pub as well as Adobe PDF. It is especially useful for businessmen who travel frequently as it also supports Microsoft Office files. You can read up to 30 books (3-4 hours day for a week) as special E-ink display consumes power only when pages are turned. Also, E-ink display lightens eye fatigue while reading E-book. On the contrary, ‘STORY’ has some weakness. Because it has wide display (6 inch size), it is uncomfortable to grip in one hand. Because E-ink display has some technical problem like ghosting, ‘STORY’ has same problem.
About external factors, we focused in overall e-book reader market. From several reports, the world E-book reader market is growing, and E-book reader market future is bright. And there are some competitors in Korea E-book reader market, but there is not outstanding competitor. Therefore, if Iriver do some aggressive strategies to get E-book reader market share, it will work very successful. But Iriver should recognize that E-book readers are unfamiliar electronic thing in Korea. From our little survey for university students who are relatively familiar with electronic things, we think, almost half of interviewers don’t know about E-book reader and ‘STORY’. This point is environmental threats to Iriver ‘STORY’. The most powerful E-book reader supplier Amazon’s ‘Kindle’ is preparing to get world E-book market share.



We analyze internal and external factors about Iriver ‘STORY’ from SWOT analysis. From this analysis, we set our market strategies by following. We propose that Iriver do some aggressive market strategies for encroach market share and do some public relations and advertising to get interest on E-book reader. The main point of our strategies is that we focused PLC cycle which means E-book reader is introduction.

Ⅴ. STP Strategies
ⅰ. Segmentation
First of all, we limit our market for domestic by geographic factor. Because recognition about e-book reader is pretty low in Korea, we suppose that Iriver need to get domestic awareness before doing abroad strategies. We specially concentrate on behavioral factors when we segment market.
참고문헌
- Web site
http://www.Iriver.com
http://tektek.tistory.com/68
http://www.marketingteacher.com/Lessons/lesson_pricing.htm
http://blog.naver.com/mj_kimm?Redirect=Log&logNo=70072609897
http://leebok.tistory.com/341

- Paper
「Amazon의 Kindle 성공을 통해 본 e-Book 사업」, KT 경제경영연구소, 2009. 4
「e-Book 新성장의 주역, 아마존」, 삼성경제연구소, SERI 경영노트, 제8호, 2009. 05. 28
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